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2 The Cynefin Framework Making Sense of Agile Joseph Pelrine MetaProg GmbH Basel, Switzerland Copyright (c) 2005 MetaProg GmbH & 1

3 Traditional scientific method has always been at the very best hindsight. It s good for seeing where you ve been. It s good for testing the truth of what you think you know, but it can t tell you where you ought to go. Robert Pirsig, Zen and the Art of Motorcycle Maintenance (1974) Managing increasing complexity The art of management and leadership is having an array of approaches and knowing when to use which approach. One tool for analysis is called Sense-Making. Sense-Making is a pre-hypothesis technique which differs from categorization: In categorizing, you have a chest of drawers in which you place phenomenological perceptions In Sense-Making, you become the carpenter, and build the chest yourself. Copyright (c) 2005 MetaProg GmbH & 2

4 Cynefin The name Cynefin is a Welsh word whose literal translation into English as habitat or place fails to do it justice. It is more properly understood as the place of our multiple belongings; the sense that we all, individually and collectively, have many roots: cultural, religious, geographic, tribal etc. We can never be fully aware of the nature of those belongings, but they profoundly influence what we are. The name seeks to remind us that all human interactions are strongly influenced and frequently determined by the patterns of our multiple experiences, both through the direct influence of personal experience and through collective experience expressed as stories The Cynefin Framework The Cynefin framework consists of three parts: Multi-ontological Sense-Making Narrative Social Network analysis and Stimulation Copyright (c) 2005 MetaProg GmbH & 3

5 The Three Aspects of Sense-Making The way things are (ontology) Ordered: predictable relationships between Cause & Effect Complex: C & E retrospectively coherent Chaotic: No C & E at system level The way we perceive things (phenomenology) Information processing Pattern processing Ideological patterning The way we know things (epistemology) Explicit: document databases etc. Narrative: necessary ambiguity & resonance Experiential: how do you ride a bike? Copyright (c) 2005 MetaProg GmbH & 4

6 The Landscape of Management Un-order non causal Ontology Ordered & causal Mathematical Complexity The organisation as simulation Process Engineering The organisation as machine Social Complexity The organisation as an ecology Systems Dynamics The organisation as organism Rules Heuristics Epistomology Why Humans are not Ants We never make rational decisions unless we re autistic We have multiple identities We impute intention where none exists We evolve to be malicious gossips We structure our interactions to create order Copyright (c) 2005 MetaProg GmbH & 5

7 Impossible to comprehend Mathematical Complexity Process Engineering Social Complexity Systems Dynamics Humans can comprehend Domains are Defined by Causality Complex Un-order C & E coherent in retrospect Hidden Order C & E discoverable Chaotic Un-order No percievable C & E Visible Order C & E obvious Copyright (c) 2005 MetaProg GmbH & 6

8 Decision Heuristics and Organisation Complex Probe Sense Respond Chaotic Act Sense Respond Complicated Sense Analyse Respond Sense Categorise Respond Simple Sense-Making starts with a void Copyright (c) 2005 MetaProg GmbH & 7

9 Moves through Disorder: To Sense: Complex Probe Sense Respond Chaotic Act Sense Respond Complicated Sense Analyse Respond Sense Categorise Respond Simple Copyright (c) 2005 MetaProg GmbH & 8

10 Cognitive Bias Mapping Groups working together distribute meaningful data over the Cynefin model Uses all sub domains and can use boundary conditions Can be completed virtually Each group working on its own then distributes data following a time interval Patterns are then represented Two measures of dissonance Overall pattern Item distribution Boundaries and Extremes Fluffy bunny Ivory tower Catastrophe Burocracy Copyright (c) 2005 MetaProg GmbH & 9

11 Parameters of a Complex System Attractors Barriers Identities Diversity Environment The other aspects Narrative Social Network Analysis & Stimulation Copyright (c) 2005 MetaProg GmbH & 10

12 Key Elements of Narrative Resonance Displacement Ambiguity Nasrudin found a weary falcon sitting one day on his window sill. He had never seen a bird like this before. You poor thing, he said, how ever were you allowed to get into this state? He clipped the falcon s talons and cut its beak straight, and trimmed its feathers. Now you look more like a bird, said Nasrudin. Copyright (c) 2005 MetaProg GmbH & 11

13 Social Network Analysis A set of techniques for identifying and representing patterns of interaction among social entities Provides precise and specific insight in place of intuition and general hunches Graphical: Directional relationship E.g. Provides advice to Non-directional relationship E.g. Shares an office with Strength of Relationship E.g. Frequency of contact E.g. Value or importance to the participants Informal Organisation With whom do you discuss issues important to your work? Copyright (c) 2005 MetaProg GmbH & 12

14 Developed by Martin Everett (University of Greenwich) Steve Borgatti (Boston College) Lin Freeman (UC Irvine) A Mathematical more than Business tool Social Capital Commander High outdegree centrality, least hierarchical constraint Socialite High eigenvector centrality, low hierarchical constraint Sage High indegree centrality, betweenness effective network, low constraint Entrepreneur High betweenness, Low hierarchical constraint Copyright (c) 2005 MetaProg GmbH & 13

15 Applications of Cynefin to Agile Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Copyright (c) 2005 MetaProg GmbH & 14

16 The Coding Circle The Team Circle Simple Design Planning Game Continuous Integration System Metaphor Testing Collective Code Ownership extreme Programming Pair- Programming Refactoring Coding Standards On-Site Customer 40-Hour Week Small Releases The Process Circle The Product Circle Adapt Simple Design Planning Game Continuous Integration Inspect System Metaphor Testing Refactoring Collective Code Ownership Pair- Programming Coding Standards On-Site Customer 40-Hour Week Small Releases Apply The Circle of Agility Copyright (c) 2005 MetaProg GmbH & 15

17 From Agile to Complex Apply Inspect Adapt Probe Sense Respond How about Scrum? Copyright (c) 2005 MetaProg GmbH & 16

18 What can we learn from this? The Cynefin framework of organizational complexity theory helps us order and organize problems. To be agile, we need a toolkit of problem-solving techniques for Development Planning & Management Analysis & Design Requirement gathering Facilitation Diplomacy etc. Copyright (c) 2005 MetaProg GmbH & 17

19 Thank you Dave Snowden Rachel Davies Ken Schwaber Norm Kerth Copyright (c) 2005 MetaProg GmbH & 18